Guidelines for Effective Performance Management

By Carl Brooks,2014-06-13 10:18
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Guidelines for Effective Performance Management

    Guidelines for Effective Performance Management

The purpose of performance management is to improve communication about

    performance between an employee and their supervisor. The performance

    management system at Wellesley College is designed to provide alignment

    between the College’s mission, constituent needs and performance expectations. The program fosters ongoing two-way communication between employees and

    managers; supports the development of clear, consistent, and measurable goals linked directly to Wellesley’s core values and competencies; helps to articulate

    and support training needs and career development; and establishes the criteria for making reward and recognition decisions.

    Effective performance management at Wellesley College begins with respect for one another and ends with excellence in performance. It is the responsibility of every supervisor to communicate on an ongoing basis with their employees.

    These conversations should provide clear and honest role expectations and

    feedback and should help identify improvement, development, and career issues. Each employee has a responsibility to participate fully in these conversations, be sure they understand their role responsibilities and expectations, and

    communicate any obstacles or training needed in order to perform their role at an optimum level.

The Performance Management Annual Summary Meeting

Performance management should be happening all year long. When a manager

    compliments an employee for a job well done or coaches an employee through a difficult situation, that is part of performance management. Wellesley’s

    performance management process includes a summary review assessment that

    should bring closure to the performance period and provide a basis for

    performance management for the next period. The following suggestions help

    set the stage for a productive discussion.

1. Establish the proper climate.

    ? Create a sincere, open, and constructive atmosphere.

    ? Schedule the meeting in advance and stick to it.

    ? Allow enough time to discuss the review.

    ? Locate a private space and guard against interruptions.

2. Make it clear that this is a joint discussion.

    ? Listen and ask for the employee’s opinion.

    ? Avoid words or body language that criticize the employee’s view.

    ? Understand your employee’s point of view. Working together is better

    than being at odds. January 2002 1

    ? Be willing to modify the Performance Management Document to reflect

    what is discussed and agreed upon at the meeting.

3. Discuss the role document and performance requirements.

    ? Explore the competencies required for successful performance.

    ? Update the role document if needed.

4. Discuss goals for the performance review period.

    ? Review whether the goals were met.

    ? Discuss obstacles and roadblocks that affected goal achievement.

5. Discuss opportunities for growth and development in the current role or a

    different role.

    ? Discuss the employee’s developmental and career goals.

    ? Remember there is also the opportunity for growth and development

    within the current role. There are new things to be done and more

    effective and efficient ways to accomplish work

Either at this meeting or a separate meeting, develop goals for the coming

    year. Refer to General Guidelines for Setting Goals and Objectives for additional information on setting goals.

Remember, performance management is about ongoing two-way communication

    between the employee and their supervisor. The annual performance

    management review should be a summary of various meetings throughout the

    year (interim goal reviews/updates). There should be no surprises at this

    summary meeting.

Preparing for Annual Performance Management Discussions

Tips for the Employee

Employees have a responsibility in the performance management process and

    should be prepared to give feedback to their manager.

    ? Review your current role document. Does it reflect your current role in the

    department? If not, discuss with your supervisor about revising your role


    ? Review your goals for the year. Have they been met? Review your

    achievements. Think about obstacles/roadblocks you encountered and

    how you dealt with them.

    ? Is there anyone else your supervisor should speak with before preparing

    your evaluation? Let your supervisor know this before the review meeting. January 2002 2

? Review the competencies required for administrative staff positions at

    Wellesley. Identify specific areas of expertise or skills that you would like

    to develop or improve. Identify your strengths. In what areas have you

    improved? Can you identify any developmental goals for the coming year?

? What ideas do you have for changes that would help you perform your

    role better and/or improve the operation of the department? Think about

    obstacles/roadblocks that you face in performing your responsibilities and

    what help is needed from your supervisor to overcome them.

? If you manage others, what have you done to develop/strengthen your

    staff’s performance and skills?

Tips for the Supervisor

The supervisor is responsible for ongoing communication about performance

    throughout the year. Performance problems should be addressed as they occur.

    There should be no surprises in the end-of-the-year summary. The supervisor is

    responsible for preparing the summary documentation.

    ? Review the employee’s role document. Does it reflect their current role in

    the department?

    ? Review the primary position responsibilities. Has the employee effectively

    performed these? What is your overall assessment of how these

    responsibilities were performed?

    ? Review the employee’s goals from last year. Were goals modified or

    changed during the review period? Have the goals been met? Have you

    been able to provide the employee with the tools and support to get the

    job done?

    ? Review last year’s appraisal. How does this year compare to last year?

    Have there been improvements?

? Consider whether you need to speak with anyone else in order to have a

    more complete and accurate picture of your employee’s performance.

? Review the competencies required for administrative staff roles at

    Wellesley. Assess the employee’s strengths, weaknesses and areas of

    greatest improvement. Is there a specific area where you would like to

    establish a developmental goal?

? What suggestions do you have for the employee that will help improve

    their performance in their role or the overall operations of the department? January 2002 3

    ? If the employee supervises others, discuss what he or she has done to

    strengthen their own staff. Ask about regular communication of

    information, job expectations, and feedback.

    ? Contact the Human Resources Office for assistance if substantial

    performance issues exist.

Finalizing the Performance Management Document

The supervisor is responsible for completing the final draft of the Performance

    Management Document and forwarding the completed document to Human

    Resources to become part of the employee’s personnel file. Send a hard copy

    so that signatures are included.

The supervisor should provide a copy of the final Performance Management

    Document to the employee.

The employee should sign the Performance Management Document. Signing

    the Performance Management Document indicates that the employee has met

    with their supervisor to provide input to the document, that they have reviewed

    the document, and that they have met with the supervisor to discuss it. The

    employee has the right to respond to the evaluation in writing.

Tips on Ongoing, Effective Feedback

Feedback involves treating each other with respect.

Constructive feedback tries to reinforce the positive and change the negative by:

    ? Identifying what was done well or poorly.

    ? Describing what action or behavior is desired.

    ? Explaining the effects of the observed and desired acts of behavior.

Good feedback is timely. Give the feedback as quickly as possible after the

    event. Feedback long delayed is rarely effective.

Feedback involves both parties listening carefully. Check for clarity to ensure

    that the receiver fully understands what is being said.

Good feedback should be specific. Generalized feedback does not explain what

    behavior to repeat or avoid. Describe exactly what was done well and/or what

    could be improved. For example, “This report is well organized and the summary

    clearly states your conclusions and proposed actions” rather than “Good report.”

January 2002 4

Keep feedback objective. Use factual records and information whenever

    possible. Include details that focus on specific actions and results rather than

    characteristics of the employee. For example, say “this happened” rather than

    “you are.” “You hung up the phone without saying good-bye.” rather than “you

    are rude.”

Feedback about performance issues is best delivered in person. The employee

    will have a chance to respond to any issues raised. Especially avoid delivering

    negative feedback via e-mail messages.

Non-monetary ways to recognize and motivate employees

Thank employees for a job well done. Do not take good work for granted.

    Provide meaningful feedback.

    Find special assignments.

    Offer opportunities for high visibility and notice by your supervisor.

    Share information. Get employees involved.

    Empower your employees.

    Celebrate employees’ successes. Provide opportunities for training.

Performance Management Toolkit

The Performance Management Document, Goal/Objective Setting Guidelines,

    and the Wellesley College Performance Management Guide are available on the

    Human Resources website: or through the Network

    Neighborhood, Ntm, HumRes.

The Performance Management Document consists of three parts:

    Stage I Goal Setting and Performance Planning

    Stage II Interim Goal Review/Update

    Stage III Performance Review and Assessment.

    Goal/Objective Setting Guidelines provide guidelines for developing reasonable, specific goals that will assist employees and their managers alike in

    performance planning and articulation of expected results.

Wellesley College Performance Management Guide provides information

    about the Performance Management Document and process at Wellesley


Formal Training Various courses on performance management related topics

    as well as a basic supervisory program are offered through The Boston

    Consortium. Check the current catalog.

    January 2002 5

Informal Training Human Resources Representatives are available to coach

    both managers and employees. Human Resources is committed to supporting

    you in whatever way we can and may be reached at extension 3202.

    January 2002 6

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